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But one of the reasons HP was shopping fora software company
 . in the first place was that it had lost the ability toinnovate from within,
 . in part by discarding its engineer-driven culture for asales orientation.

然而, HP 首次幫 這家軟體公司採購 ,動機之一,
.  是在銷售能力上, 該公司內部,
.  摒棄部分幹練人才帶動作業精神,
.  致無法改革創新.

Kimberly Elsbach, a professor at theUniversity of California at Davis
 . who co-authored last year's paper titled
. "The Building of Employee Distrust:

A Case Study of Hewlett-Packard from1995--2010,
" traces the beginning of the end to theappointment of CEO Carly Fiorina,
. an outsider who downgraded techies andupgraded herself,
. centralizing corporate control and even starring in an adcampaign.
 金佰利埃爾斯 和一位在加利福尼亞大學,大衛斯分校的
.  教授合作編寫，在去年的論文, 其題目,
.  是 "建築員工不信任：
直1995 年 到 2010 年，從 Hewlett-Packard 公司案例研判
"源自 ,任命的首席執行長, 卡莉菲奧莉娜 說起，
升官為己、反降他人, 尤其技術員為最,
 集中企業控制,甚至在廣告活動中始終一手操刀。

Shealso began a series of layoffs--ramped up after a merger with Compaq
 . in2001--that took the company further away from its original culture.
她還接著一系列的裁員動作  — —
. 在 2001 年 — — 公司進一步與康柏合併
.  擺脫, 上該舊習, 後蓬勃興起。 

That merger, say Elsbach and other experts,.
. reflected a broader shift in corporate leadership
 . that favored financialengineering over the real sort.

埃爾斯和其他專家聲稱,
.  這一合併，反映在實際企業領導者,
.  廣泛移動中, 金融幹練人才受到重視 .

It became common in the 1980s,
.  when top executives increasingly began to beplucked
 . from finance rather than from industry and manufacturing.
 It took along while for this shift to reach Silicon Valley,
but eventually it did.

在 20世紀 80年代, 上述主張, 它成為共同看法, 

，當高層管理人員越來越多時,
. 開始拉拔金融幹才,而非工業和製造人才,

美國加州矽谷 轉變就是一例 ,但終就其它也順利跟上.

At HP, that led not only to the Fiorina erabut also to brutal cost cutting
.  under her successor Mark Hurd,
 . who okayedanother merger,
. with the ailing technology-service company EDS.